By B. Hessenius
This can be a no-holds-barred, accomplished, real-world advisor to construction political strength and effectively lobbying for nonprofits within the twenty first century, written via an insider who has been within the trenches as either a lobbyist and a central authority legitimate.
Read or Download Hardball Lobbying for Nonprofits: Real Advocacy for Nonprofits in the New Century PDF
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Extra info for Hardball Lobbying for Nonprofits: Real Advocacy for Nonprofits in the New Century
Example text
Politics, n. Strife of interests masquerading as a contest of principles. Ambrose Bierce Interest groups in the United States range across the broadest of spectrums—in the private sector every type of business interest has some collaborative mechanism representing it. Larger corporations can afford to hire and finance governmental affairs departments that focus solely on their own specific interests, though even the multinational corporations affiliate through industry associations. In the quasipublic sector, unions, trade associations, and groups of people rallying around a specific concern such as the environment are often equally represented.
Shareholder value is long-term worth. Nonprofits have a similar purpose—to enhance public value. The niche populations, no matter how large or how small, that the nonprofit seeks to benefit, are clients of the organization, not the shareholders. Nor are the staff or volunteers who work for 20 Hardball Lobbying for Nonprofits the nonprofit shareholders—they are employees. The public is the shareholder of the nonprofit. Like for profit corporations, there may be times when investment in aspects of the nonprofit (in this case in advocacy), will, in the long term, enhance public value, even if at the short-term expense of client and constituent benefits through the nonprofit’s programs and services.
Most people believe that the purpose of a corporation is to make a profit for the shareholders, but that isn’t exactly correct. The real duty of a corporation is to enhance shareholder value. Making a profit will usually accomplish that objective, but not always, and the two are not the same thing. Investment in personnel, production improvements, strategic positioning within a market, retooling, and other actions may actually reduce current profit, but, in the long run, enhance shareholder value.